bigger companies often struggle with OKRs because of interdependence.

Pipelines are more suited to OKRs than Roadmaps. To avoid semantic arguments, I’ll define Roadmaps as a plan for our desired future and Pipelines as a collection of ideas of projects that might get us to our desired future. Roadmaps have dates. Pipelines use impact/effort/confidence to prioritize the best ideas. By saying Pipelines are preferable t

“What is the Objective for this project?” and “How will we know if we’ve succeeded?”

I trimmed the meetings down to two key meetings a week: one to set intentions and one to celebrate progress.

What Makes OKRs Work? The Cadence.

Jeff Weiner used to say, “When you are tired of saying it, they are starting to hear it.”

The Objective is inspiring and motivates those people who don’t dig numbers. For those who do love numbers, the Key Results keep the Objective real. I know I’ve got a good Objective when Ileap out of bed in the morning eager to make it happen. I know I’ve got the right Key Results when I am also a little scared you can’t make them.

Have one team adopt OKRs before the entire company does.

A mission is an Objective for five years, and an Objective is a mission for three months.